Avinash Pandit

And they came to us saying, fix the retail strategy.

Retail strategy.

And no matter how much I think BCG pushed back, they said, don't look at the product.

So we ended up, by the way, giving them a retail strategy, which helped them increase the market share for let's say two, three months.

But, you know, nine months after that, then the whole mobile division was literally shut down of Nokia.

I think in TopCom, and you worked as the top layer in many of the companies.

I think one of the most important things for the top layer is to ask the right questions.

You will get the answers.

But if you don't ask the right questions, then...

It does not matter how hard the team works.

It does not matter how hard people are working.

If the efforts are not in the right direction, it will not matter.

I think from a consulting standpoint, we gave them probably all the right answers, but to the wrong questions.

Yeah, so I think, so BCG had consulted this company called Hero Honda.

And Hero wanted to separate from Honda and expand internationally.

And BCG had done that case study with Hero.

So they wanted someone to stick back and help them build their international business.

So I was the person who stayed back.

So I ended up helping Hero Motor Corp enter into 37 countries internationally.

In Southeast Asia, we were present in a large part in African continent.